ECOM 201: Introduction to e-Management

Case Study

1441 H

1st Semester

Virtual Team Successes and Stresses

A Case Study

As widespread as diverse and dispersed teaming is these days, leading a virtual team can be a

challenge. This case study offers ideas on making the best of diverse and dispersed team structures.

Virtual teaming, that is, working on teams whose members are not present in the same location, is

a fact of our modern, globalized business world. Virtual (or diverse and dispersed) teams are

prevalent not only in multinational companies with offices in different countries, but also in

academic and non-governmental institutions with bases across the world. In such team structures,

members often have to communicate and collaborate with others who could be thousands of miles

and many time zones apart.

As widespread as diverse and dispersed teaming is these days, leading a virtual team can be a

challenge. Team leaders need to not only account for practical matters such as scheduling across

time zones, but also technical issues such as varying rates of connectivity and access to

communication platforms. However, one of the biggest factors in creating successful collaboration

among diverse and dispersed teams is culture – specifically, tailoring the team’s mission, plans

and procedures to the preferences of the different cultures represented on the team.

The following is a case study provided by a Cultural Navigator subject matter expert in diverse

and dispersed teaming:

“A virtual team leader named Rebecca, originally from the United States, recently led a virtual

project team with members from Japan, Mexico, Germany, Korea and the US. Rebecca was

focused on setting the team up for success, and although she deliberately used strategies and tools

made available by her company, she learned some valuable lessons along the way.study case